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EPC Constrution Project Management: Integrating PMO and MIS to Become the Beacon of Performance Growth

机译：EPC建设项目管理：整合PMO和MIS成为业绩增长的灯塔

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摘要

The introduction of PMO (Project Management Overnight) model in EPC general contract builds the PMO modular management of EPC contractor, which will achieve the control of the internal comsumption and the modular supervision of the EPC project process. It forms the MIS framework and the information flow of the EPC contractor PMO module so as to meet the needs of flexible productivity and the socialized mode of production. This paper uses the dispute-resolution module as an example to analyze its sub-function systems and describes the operational flow chart of Expert Witness in that module. A case study of the Tianjin P & G EPC project of a sub-branch of the China 20th Metallurgical Company proves with firm evidence that the operational flow chart does solidly enhance the integration of the resources between the long-distance projects of the EPC contractors and the headquarters. It effectively help the role of the headquarters in ensuring the large project resource demand, and therefore improves the overall performance of the EPC projects.
机译：在EPC总承包中引入PMO（Project Management Overnight，项目管理隔夜）模型可以构建EPC承包商的PMO模块化管理，从而实现对内部消耗的控制和对EPC项目过程的模块化监督。它形成了MIS框架和EPC承包商PMO模块的信息流，从而满足了灵活的生产率和社会化生产模式的需求。本文以争端解决模块为例，分析其子功能系统，并描述该模块中“专家证人”的操作流程图。以中国第二十冶金公司支行的天津宝洁EPC项目为例，有力的证据表明，该流程图确实加强了EPC承包商与美国EPC承包商之间的长途项目之间的资源整合。总部。它有效地帮助了总部在确保大量项目资源需求方面的作用，从而提高了EPC项目的整体绩效。

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